Organizations can be said to be a system or combination of systems which is dependent on the structure of the organization, the people working inside the organization and behaviour, the technology that is being used inside an organization, etc.

1. ORGANISATIONS AND
BEHAVIOUR
EMMA ZOE
HND ASSIGNMENT HELP
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2. LO1: UNDERSTAND THE RELATIONSHIP BETWEEN
ORGANIZATIONAL STRUCTURE AND CULTURE
LO1.1 COMPARE AND CONTRAST DIFFERENT
ORGANISATIONAL STRUCTURES AND CULTURE
• ORGANISATIONAL CULTURE – THE PATTERN IN WHICH EMPLOYEES
BEHAVE BEING PART OF AN ORGANIZATION, AND HOW THEIR
ACTION CREATES IN REACTIONS
• IT CAN BE ORGANIZATION VALUES, VISIONS, NORMS, WORKING
LANGUAGE, SYSTEMS, SYMBOLS, BELIEFS, AND HABITS
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3. • ORGANISATIONAL CULTURE – THE PATTERN IN WHICH
EMPLOYEES BEHAVE BEING PART OF AN ORGANIZATION, AND
HOW THEIR ACTION CREATES IN REACTIONS
IT CAN BE ORGANIZATION VALUES, VISIONS, NORMS, WORKING
LANGUAGE, SYSTEMS, SYMBOLS, BELIEFS, AND HABITS.
• DIFFERENT TYPES OF CULTURE:
• POWER CULTURE - CONTROL IS THE KEY ELEMENT
• POSITIVE: DECISIONS CAN BE MADE QUICKLY
• NEGATIVE: SKILLS AND EXPERIENCE OF OTHERS NEGLECTED
• TASK CULTURE - TEAMS TO COMPLETE TASKS IN REQUIRED
STEPS
• POSITIVE: MOTIVATED AND EMPOWERED EMPLOYEES
• NEGATIVE: ROLES OF EMPLOYEES MAY BECOME BLURRED
• ROLE CULTURE- INDIVIDUALS ARE ASSIGNED WITH ROLES
• POSITIVE: SPECIALIST ROLES ARE ENCOURAGED
• NEGATIVE: UNSUITABLE FOR SMALLER ORGANISATIONS
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4. ORGANIZATIONAL STRUCTURE: THE WAY
AN ORGANIZATION IS STRUCTURED AND THE LEADERSHIP
IN PLACE
• AUTOCRATIC - MANAGER MAKES ALL THE DECISIONS
• BEST SUITED FOR ENTERPRISE RENT-A-CAR
• DEMOCRATIC – EVERYONE IS CONSULTED
• BEST SUITED FOR CITY COLLEGE
• FREE-REIGN – EMPLOYEES HAVE MORE POWER (MULLINS,
2007)
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5. LO1.2 EXPLAIN HOW THE RELATIONSHIP BETWEEN AN
ORGANIZATION'S STRUCTURE AND CULTURE CAN IMPACT
ON THE PERFORMANCE OF A BUSINESS
• ORGANISATIONAL STRUCTURE IS DECIDED BY THE COMPANIES
BASED ON THEIR NEED OF THE OPERATION
• CITY COLLEGE NEEDS STRICTER CONTROL OVER PROCESSES, BUT
AN EMPOWERED EMPLOYEE FORCE WITH THE RISK TAKING
CAPABILITY
• THREE DEPARTMENTS NEED TO COMMUNICATE IN AN EFFECTIVE
MANNER
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6. ENTERPRISE:
• NEEDS WELL-TRAINED AND MOTIVATED STAFF
• OPEN DOOR POLICY HELPED BREAKING THE COMMUNICATION
BARRIER
• AT THE SAME TIME, LEADER CONVEYS THE DECISION TO STAFF AND
THEY OBEY IT
• INCENTIVES AND REWARDS: MEMBERSHIP OF THE ENTERPRISE ELITE
CLUB, ETC
• CITY COLLEGE:
• EMPLOYEES NEED TO BE ENCOURAGED TO PARTICIPATE IN THE
DECISION MAKING PROCESS, SO THAT THE FEEL OF BEING A
STAKEHOLDER IS PRESENT IN THE EMPLOYEE’S ATTITUDE
• ENTERPRISE
• BETTER EMPLOYEE MANAGEMENT WILL RESULT IN STRONG BRAND
IMAGE BECAUSE OF THE EMPLOYEE BEHAVIOUR (ORGAN, 1990)
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ORGANISATIONAL CULTURE AND STRUCTURE PLAY THEIR
ROLE IN IMPACTING EMPLOYEE BEHAVIOUR
LO1.3 DISCUSS THE FACTORS WHICH INFLUENCE INDIVIDUAL
BEHAVIOUR AT WORK
FOLLOWING FACTOR FORM THE FUNDAMENTAL OF INDIVIDUAL
BEHAVIOR
• VARIOUS DEMOGRAPHICS
• ATTITUDE
• PERSONALITY

8. CITY COLLEGE:
• New ownership – better control
• Operational functions – divided to gain more supervision
• Clear and serious organisational objective
• Departments work together for larger goal
• ENTERPRISE
• Leaders are also managers
• Open door policy
• Motivation to the employees
• Management and training programmes
• Enterprise elite club
• Recruits potential leaders, and trains them
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9. INDIVIDUAL BEHAVIOUR CHANGES THE EMPLOYEE
ATTITUDE TOWARDS
• THE COLLEAGUES,
• MANAGERS
• THE COMPANY (SELL & CLEAL, 2011)
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10. REFERENCES
• MULLINS, L. J. 2007. MANAGEMENT AND ORGANISATIONAL
BEHAVIOUR. UPPER SADDLE RIVER, NJ: PEARSON
EDUCATION.
• ORGAN, D. W. 1990. THE MOTIVATIONAL BASIS OF
ORGANIZATIONAL CITIZENSHIP BEHAVIOR. RESEARCH IN
ORGANIZATIONAL BEHAVIOR, 12(1), 43-72.
• SELL, L., & CLEAL, B. 2011. JOB SATISFACTION, WORK
ENVIRONMENT, AND REWARDS: MOTIVATIONAL THEORY
REVISITED. LABOUR, 25(1), 1-23.
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